236P78 CGIAR GENDER PROGRAM WORKING PAPER, NO. 16 THE ROLE OF BOARDS IN ADDRESSING GENDER STAFFING ISSUES Prepared by Joan Joshi Deborah Merrill-Sands CGLAR Secretariat World Bank Washington, D.C. January 1998 FILE COP LIST OF WORKING PAPERS Working Paper, No. 1 Status of Internationally-Recruited Women in the International Agricultural Research Centers of the CGIAR, Deborah Merrill -Sands and Pammi Sachdeva; October 1992. Working Paper, No. 2 Spouse Employment in Organizations Around the World: A Toolkit for Developing Policies and Practices; Madelyn Blair, December 1992. Working Paper, No. 3 Spouse Employment at IRRI: A Case Study; Deborah Merrill-Sands; March 1993. Working Paper, No. 4 Strengthening the Recruitment of Women Scientists and Professionals at the Intemational Agriculturld Research Centers: A Guidelines Paper; Sarah Ladbury; October 1993. Working Paper, No. 5 Recruitment Resources in Europe: A List of Professional Organizations; Stella Mascarenhas-Keys and Sarah Ladbury; October 1993. Working Paper, No. 6 Filipino Women Scientists: A Potential Recruitment Pool for International Agricultural Research Centers; ISNAR and PCARRD; October 1993. Worlkng Paper, No. 7 Recruitment Resources in the United States: A List of Professional Organizations; Bonnie Folger McClafferty and Deborah Merrill-Sands, January 1994. Working Paper, No. 8 Inventory of Gender-Related Research and Training in the International Agricultural Research Centers, 1990-1995; Hilarv Sims Feldstein with Alison Slack, October 1995. Working Paper, No. 9 CGLIR Human Resources Survey: 1991, 1994, Kley Observations on International Staffing with a Focus oni Gender; Deborah Merrill-Sands, October 1995. Working Paper, No 10 Women in Agriculture in West Asia and North Africa: A Review of the Literature, September 1995 Working Paper, No 11 Gender Analysis in the CGIAR: Achievements, Constraints, and a Framework for Future Action, October 1995 Working Paper, No. 12 Gender Staffing in the C(GIAR: Achievements, Constraints, and a Framework for Future Action, October 1995 Working Paper, No 13 Sexual Harassment in the Workplace: How to Recognize It; How to Deal With It. Joan Joshi and Jodie Nachison, October 1996 Working Paper, No 14 Maxing Recruitment Resources: Using the WAorld Wide Web. Bonnie Folger McClafferty, January 1997 Working Paper, No 15 1997 CGIAR Human Rtesources Survey: Internanonal Staffing at the CGIAR Centers with a Focus oni Gender. Deborah Merrill-Sands, October 1997 Working Paper, No 16 Role of Boards in Addressing Gender Staffing Issues. Joan Joshi and Deborah Merrill-Sands, January 1998 CGIAR GENDER PROGRAM WORKING PAPER, NO. 16 TEIE ROLE OF BOARDS IN ADDRESSING GENDER STAFFING ISSUES Prepared by Joan Josh Deborah Merrill-Sands CGIAR Secretariat World Bank Washington, D.C. January 1998 CGLAR Gender Staffing ProgrAm The Gender Staffg Program supprts efforts ofthe CGIAR-spported centers to strenen the recruit aud retei of ighy quaifed women scienists and professionals and to creae work enviromments tha aequalHy supporive ofthe pmdutiivity, advancemett, and job satisfaction of both wome and men The Program provides ifnds thrugh small grants, technical assistance and ezonsultc n trainin* and infiormaon svies. The Pogram; which began im 1991, is cooinwed by the CGIAR Seaiatsuppoted by the members oft th C£IA and impemetd by the Simmon istitu for Lederhipp and Change (SJLC) at SnmiasCobeeinoston, _s css, e USA SILC is ded edto empoweringwomen and men toact indivdually, coRectively,and i u t promote geder equity in the wotk*plcs, couunties, and in erw prol Tes hehsiutebringstogeter a emics, ,mnager and professioas to deveop iovive change strategies based on models of collaboration, acti research and participation. CONTENTS Contents ................................................................... 1i Preface ................................................................... . ii 1. Why Address Gender Staffing Issues? ....................................................................1 II. Roles of Boards ...................................................................2 III. Monitoring Policies, Procedures, and Workplace Culture ....................................................................2 Overall Level of Participation ....................................................................3 Recruitment ...................................................................3 Retention ...............................................................3 Staff Categories and Salary Parity ............................................................... 4 Performance Management and Appraisal ................................................................4 Promotions and Opportunities for Career Development ................................................................4 Spouse/Partner Employm ent ................................................................5 Gender and Family-Related Policies ................................................................5 Procedures Related to Gender Staffing .........................................................................................................6 Workplace Cultur e and Practices .............6 IV. Strengthening Board Capacity with Respect to Gender ....................................................................7 Annex 1: Monitoring Data for Gender Staffing ....................................................................8 Chart 1: Gender representation over recent years - lnternationally-recnuted staff ........................................8 Chart 2: Professional staff by level ....................................................................8 Chart 3: Recruitment - Inter nationally-recruited staff ....................................................................9 Chart 4: Retention data - Internationally-recruited staff .................................................................... 9 Chart 5: Distribution of internationally-recruited staff by grades/salary level ..................... .........................9 Annex 2: Human Resources Indicators ................................................................... 10 Table 1: Staffing profile by category, 1997 ................................................................... 10 Table 2: Recruitment: Internationally-recruited applicants by type of post .......................... ....................... 10 Table 3: Retention: Attrition rates of male and female internationally-recruited staff by category 11.............. 1 Annex 3: Resource Materials .................................................................... 12 CGL4R Gender Staffing Progran i PREFACE The CGLAR Conmmittee of Board Chairs requested the CGIAR Gender Staffing Program to prepare this paper. It is designed to provide guidance to center Boards of Trustees in fulfilling their governance responsibilities with respect to the CGLAR's commitment to ensuring gender equity in the centers. The paper is developed within the context of the key responsibilities defined for Boards in CGIAR Reference Guide No. 1, The Role, Responsibilities, and Accountability of Center Boards of Trustees, prepared by the CGIAR Secretariat. While the issues outlined below focus on the internationally- recruited staff group, they are applicable to nationally-recruited staff as well. Many of the suggestions would also be useful for monitoring cultural and racial diversity in staffing. An earlier draft of this paper was presented for discussion with the Committee of Board Chairs in October 1997. The paper was revised subsequently in line with the suggestions received at the meeting. We also gratefully acknowledge comments and guidance received from Martha ter Kuile, former Board Chair of the Centro Internacional de la Papa; Selcuk Ozgediz, Senior Management Advisor at the CGIAR Secretariat; and Parnmi Sachdeva, Senior Management Specialist at the CGIAR Secretariat. Both authors have extensive experience working on gender staffing issues in the centers and both have experience serving on Boards. Joan Joshi is a member of the Board of Trustees of the Intemational Center for Living Aquatic Resources Management (ICLARM and Deborah Merrill-Sands is a member of the Governing Council of the International Center for Insect Physiology and Ecology (ICIPE). Deborah Merrill-Sands and Sara Scherr Co- Program Leaders CGIAR Gender Staffing Program Simmons Institute for Leadership and Change Simnmons College 300 The Fenway Boston, MA 02115 USA CGL4R Gender Staffing Program iii I. WHY ADDRESS GENDER STAFFING ISSUES? Members of the CGLAR first expressed their concern for gender staffing issues in the late 1980s, shortly after it became clear there had been a dramatic increase in the participation of women in science worldwide. In 1991, donors initiated support for a Gender Program to address the issues in a systematic manner and to provide information, funds, technical advice, consultancies, and training to the centers upon request. The Program has focused primarily on internationally-recruited staff because of the disproportionately low representation of women in this group. The System's interest in addressing gender staffing in the centers is driven by several forces, all of which are related to organizational effectiveness and efficiency. First, the numbers and percentage of women in the disciplines and areas of professional expertise relevant to the centers have increased dramatically in recent years. Trends in the Untied States are representative of those found in Europe and in many developing countfies. Women now earn approximately 25% of the Ph Ds awarded by US universities to both foreign and national students in the agricultural and forestry sciences; 40% of the Ph Ds awarded in the biological and ecological sciences; one-third of the Ph Ds awarded in the social and economic sciences relevant to the work of the centers; and more than half of the Ph Ds awarded in the disciplines applicable the new field of biotechnology.' As centers of excellence, it is important for the centers to tap effectively into this expanding pool of talent. Second, the centers are increasingly engaged in partnerships with a wide range of organizations in the South and the North, including NGOs and local organizations where women's participation is often high. Gender diversity can be an asset in developing these partnerships. Third, given the humanitarian mandate of the CGIAR, its concern for equity, and its intemational character, it is thought that the centers should provide leadership in creating work environments that are gender equitable and culturally pluralistic. And finally, many managers believe that a culturally and gender diverse staff strengthens organizational performance by broadening the pool of skills, talents, perspectives, and ideas within the organization. Recent research in organizational management suggests that there are powerful benefits that can accrue to an organization from a diverse workforce, including increased creativity and innovation, enhanced organizational learning, and the improved ability to respond rapidly and successfully to changes in the external environment.2 These benefits can only be realized, however, if supported by strong leadership and management, appropriate policies and procedures, and a work culture and practices that foster collaboration, open dialogue, and appreciation of the different contributions that people from diverse identity groups and backgrounds can bring to the workplace. "As soon as organizations recognize the relationship between diversity and excellence, they begin to tum the social revolution occurring around us to their advantage. Pressure for diversification [of staff] will come whatever you do because it is right. It is the path to greater excellence. You can either ignore it - the changes in the workforce, the changes in women's role in societies - and have it be a constant irritant in your midst; oryou can use it toyour advantage to reinvigorateyour organization and improve your performance ... Our experience has shown that gender National Science Foundationi, Selected Data on Science and Engineering Awards, 1995. 2 REly and D. Thomas. "Making Differences Matter A New Paradigm for Managing Diversity'. Harvard Business Review, September-October 1996. CGL4R Gender Staffing Progra 1 diversification produces more benefits than problems. It brings intellectual vitality, new talentpools, excitement, and innovation." 3 [Susan Berresford, President, Ford Foundation] The CGIAR's goal in addressing gender staffing issues is to increase the centers' ability to attract and retain female professionals and to create gender equitable work environments. A gender equitable work environment is one which: a) includes and supports both men and women; b) stimulates the staffs' fullest productivity, creativity, and satisfaction in their professional and personal lives; c) harnesses staffs' diverse skills, perspectives, and knowledge; and d) values diverse contributions and ways of working. In recent years, there have been significant increases in the representation of women in internationally- recruited staff in the CGIAR centers, where the percentage of women rose from 12% to 16% between 1991 and 1997. But representation at less than 25%, an estimate of the supply, is still comparatively low. There is clearly more work to be done and gains yet to be realized, particularly with respect to the representation of women at the senior management level. The needed change will only be achieved with concerted action on the part of center management and strong support and leadership from Boards of Trustees. IL ROLES OF BOARDS As Boards are responsible for providing broad policy guidance and oversight of center effectiveness,4 they can play a critical role in ensuring that management has in place and implements policies and procedures that support diversity in staffing. Boards can also play an important role in monitoring their center's ability to recruit and retain high quality staff; they have a special responsibility with respect to the appointment of staff to senior management positions. Finally, Boards can offer strong support for management efforts aimed at creating workplaces that promote the productivity and job satisfaction of both men and women and that safeguard against bias and discrimination on the basis of gender, race, or cultural background. IIL MONITORING POLIciEs, PROCEDURES, AND WORKPLACE CULTURE This section provides a summary of issues for the Boards' attention in overseeing the effectiveness of management policies and procedures that have an impact on gender staffing. This is complemented by Annex 1 which suggests the kinds of data Boards may wish to review periodically in order to analyze and monitor progress over time. It is suggested that Boards request such data and conduct a systematic review of these issues every three years. Annex 2 provides a summary of 1997 system-wide gender-disaggregated data on key human resource indicators. These data can provide Boards with a basis for comparing data from specific centers to system-wide averages. Annex 3 provides a list of resources for Board members interested in understanding gender staffing issues in greater depth. 3S. Berresford.. "Key Note Address to the First Senior Managers Workshop on Gender Issues in the CGIAR System". Washington D.C., World Bank, CGIAR Secretariat CGIAR Gender Staffing Program, mimeo, 1991. 4 See CGL4R Reference Guide #1, The Roles, Responsibilities, andAccountability of Center Boards of Trustees. CGIAR Secretariat, Washington D.C. 2 CGIAR Gender Staffing hogram Overall Level of Particpation (Anx Charlts 1 and 2) Boards are encouraged to review the gender distribution of professional staff and to monitor changes over time. Analysis of the relative representation of men and women across categories and occupational niches in an organization is an important dimension of gender staffing. Research has shown that the organizational dynamics affecting men and women change as the percentage of women (or any mninority) increases.5 In situations where a minority constitutes less than 15% of a staff group, the tendency is for members of the minority to assimilate to the dominant work culture and practices. Once the minority group reaches about 30-35% of the population, however, they are less subject to stereotyping and can begin to shape the culture and work practices of the organization. In addition to overall levels of representation, particular attention needs to be paid to the representation of women in management as well as in senior research positions. It is only by increasing the number of women at such levels that women's perspective and experiences can begin to influence the core research and work environment of the centers. Having women in senior positions is also a critical factor influencing the ability of centers to attract high quality women scientists and professionals. Recuitinent (An xChait 3) Boards should monitor the effectiveness of recruitment efforts that will have an impact on the quality and gender composition of staff over time. Recent survey data suggests that, while the percentage of female applicants for internationally-recruited positions has increased, it is still well below the share of the pool made up by women in many of the disciplines from which the centers draw (see Annex 2, Table 2).6 To increase the diversity of staff and to fill vacancies with the best possible candidates overall, it is essential that the recruitment net be cast as widely as possible. This often means that extra effort must be expended to ensure that qualified women outside established networks are informed about openings. Boards can also play an important role in ensuring that standardized selection procedures are in place so that the recruitment process is fair and transparent in every instance.7 Retention (Anixx Chart 4) Given the cost to centers of recruiting intemational staff, it is vital that well qualified staff be retained as long as their skills are needed to support a center's specific research agenda. The number of staff departing a center, and the reasons for their departure, are important indicators of staff satisfaction with the working environment and employment conditions. Recent statistics have indicated that there has been less stability in female as compared to male staffing of the intemationally-recruited positions, particularly in management positions (see Annex 2, Table 3). Boards should review the rate of departure of men and women on a regular basis. If overall rates are high or there are significant 5 SeeR- lL Kanter (1977). Men and Women ofthe Corporation. New York: Basic Books 6 See D. Merrill-Sands (1997). 1997 CGL4R Human Resources Survey: International Staffing at the CGIAR Centers with a Focus on Gender. Washington, D.C.: World Bank, CGIAR Secretariat, Gender Program Working Paper, No. 15. 7 See S. Ladbury (1993). Strengthening the Recruitment of Women Scientists and Professionals at the International Agriculturul Research Centers: A Guidelines Paper. Washington D.C.: World Bank, CGIAR Secretariat, Gender Program Working Paper, No. 4. CGL4R Gender Staffing Program 3 differences in the rates of departure of men and women, then the Boards should conduct a more in depth analysis of the factors driving staff departures. Staff Categories and Salazy Parity (Amn Chat 5) In addition to hierarchical placement, already determined when a position is announced, the issue of staff category or grade and salary level arises as part of the negotiation at hiring. The decisions made then have an impact on the remainder of the staff member's career at a center. When grade placement and/or salary decisions are decentralized and assigned without specific criteria, the door is open to bias. A study of gender parity in categories of internationally-recruited staff at one center yielded clear evidence of instances of inequity for both males and females. A considerably higher percentage of the women, however, required adjustment upwards. To ensure parity, it is recommended that Boards review periodically the system in place for determining initial grade and salary as well as the curent gender distribution by grade and salary level. If women are consistently clustered in lower grades over time, then Boards may need to request an analysis of factors affecting grade placement, salary levels, and promotion opportunities. Peiformanoe Management and Apprisal To ensure gender equity in career development and advancement, it is important that management implement a performance management system that yields fair and accurate assessments of performance and minimizes opportunities for subtle or unconscious bias to influence the judgements recorded. A notable research study in Sweden has recently shown the extent to which subtle gender bias can shape peer review.8 This suggests that a special effort is needed to mitigate this frequently indiscernible effect. Experience and research suggest that performance management systems can minimize bias when they: a) include sections that query skills and achievements in a broad range of a center's programmatic activities and management processes; b) use explicit and transparent performance criteria; c) provide an opportunity to consider career development and advancement opportunities for the employee; and d) invite comment by both the reviewer and reviewee. Recent research has also shown that performance assessments are often more gender neutral and accurate when they also include the perspectives of colleagues, subordinates, and internal and external clients who work most closely with the employee being reviewed.9 Promotions and Opporunities for Carer Development Boards should ensure that opportunities for career development and advancement, including promotions, training programs, and attendance at conferences/seminars outside the center are provided for, and distributed equitably, among all staff Attendance at external conferences and seminars offers 8 C. Weimeras & A Wold (1997). 'Nepotism and Sexism in Per Revieve'. Natur, vol. 387, 22 May, 1997. Also G. Sonnert & G. Holden (1996). CareerPaems of Women and Me in the Sciences". Amencan Scienist, vol.94(1): 63-71. 9 L. Spink and W. Gonmley (1997). EaplorngMulti-Source Feedback andAssezment Systems. Boston, MA- Simnons Institte for Leaip and Change, Simmons College: Support Program for Organztional Change in the CGIAR-Supported Centers, Organizational Change Briefing Note, No. 4. August 1997 4 CGIR Gender Stffing Program staff professional recognition, enables them to build networks, and provides opportunities for the testing of ideas, three elements proven vital to successful career development. The participation of qualified women in management courses can contribute to the ultimate increase in the number of women holding senior positions in the centers. In addition, Boards may wish to request a periodic report of the percentage of men and women promoted and the average time that has elapsed between promotions for each group. Spouse/Partner Employment A priority integral to gender staffing issues is the need to assist in identifying opportunities for spouse/partner employment since, with the increase in dual career couples worldwide, the lack of such opportunities is seen as a significant barrier to the recruitment and retention of both men and women. Far fewer intemationally-recruited women than men are married with their spouse residing with them, however, and the differential impact of obstacles to spouse employment on hiring women is a major constraint to increasing the participation of women in the centers.'° The Board should encourage management to define a broad strategy to address this difficult but significant human resources issue. This should include a policy that would permit appropriate employment within the center under specific conditions and a review of right-to-work clauses in headquarters' and outreach site agreements. Perhaps most importantly, such a strategy should define the centers' commitment and services it will provide to assist spouses and partners in locating viable professional opportunities in the outside community or in otherwise furthering their own professional goals." Centers need to be proactive on this issue if they are going to compete successfully in the international market for high quality staff. Gender and Famn -Relted PoCcies Policies that recognize the differing needs of a diverse staff contribute to a workplace culture that promotes productivity and ensures the retention of valuable scientists and professionals. For such a work environment, appropriate policies and procedures should be in place with respect to the following areas: > Diversity, a policy that ensures that staff diversity concerns play a role in recruitment, and that there is diverse representation on project teams and staff committees. This is more than equal opportunity. It recognizes the diversity of staff as an asset to the organization."2 > Maternity andpaternity leave, a policy that authorizes adequate paid leave before and after birth for the mother, paid paternity leave after birth for the father, paid leave for both parents after adoption, and the opportunity for family leave without pay in unusual circumstances surrounding birth or adoption. 10 SeeD. Menlil-Sands (1997). 1997 CGlARHuman Resources Survey. InternationalStaffing at the CGL4R Centers with a Focus on Gender. Washington, D.C.: World Bank, CGIAR Secretariat, Gender Program Working Paper, No. 15 See Mi Blair (1992). Spouse Employment in Organizations Around the World: A Toolkitfor Developing Policies and Practices. Washingtor, D.C.: World Bank, CGIAR Secretariat, Gender Programn Working Paper, No. 2 1 R Ely and D. Thomas (1996) ). 'Making Differences Matter A New Paradigm for Managing Diversity." Harvard Business Review, September-October 1996. CGL4R Gender Staffing Program 5 > Child rearing and otherfanily leave, a policy that defines the duration and conditions under which staff may request leave without pay to carry out family responsibilities. > Sexual harassment, an explicit policy that clearly defines sexual harassment, outlines procedures for complaints, specifies consequences, and includes confidentiality during the inquiry for both the complainant and alleged perpetrator."3 > Spouse/partner employment, a policy that defines conditions under which employmnent at the center may be available, as well as assistance the center provides spouses or partners of internationally- recruited staff in obtaining appropriate employment elsewhere or otherwise firthering his/her professional goals. > Marnage between slaff members, a policy to clarify the conditions of continuing employment for both parties, including allowable benefits. > Flexible work hours, a policy that permits staff to honor family or other responsibilities in their personal lives by modest adjustment in the hours of arnival and departure. Pcedurs Rlated to Gender Staffing As noted in the discussion of issues above, three management procedures are particularly significant with respect to gender staffing. Thus, Boards should ensure that the following are effective in design and consistent in implementation: > Standardized procedures for recruitment; > Position grade and salary classification system; > Performance management system. Woii Cultum and Pracic The gender implications of workplace culture and practices, while of vital importance for creating a gender equitable work enviromnent, are the most difficult for Board members to assess. Critical areas of work culture and practices that have an impact on both gender equity and organizational performance include the organizational values, norms, and core assumptions about work that are promoted in the organization; the work styles that are rewarded, including appreciation of "invisible" work; communications systems; consultation and decision-making processes; work processes and systems for dividing labor, responsibilities, and resources; leadership and management styles; collaboration and teamwork; and, very importantly, the use and control over time and the degree to 13 J. Joshi & J. Nachison (1996). Sexual Harassment in the Workplace: How to Recognize It; How to Deal With It. Washington D.C.: World Bank, CGIAR Secretariat; Gender Progm Working Pa, No. 13. 6 CGAR Gender Stajfng Program which this affects the ability of staff to balance work and personal life."4 It is useful for Boards to be aware of the potential gender implications of these facets of the organization.1 IV. STRENGTHENING BoARD CAPACITY WITH RESPECT TO GENDER To ensure their own effectiveness and breadth of perspective and expertise, Boards also need to maintain diversity in membership composition in terms of gender, discipline, cultural background, and professional expertise. In 1997, women comprised 22% of Board membership and 30%/o of those in leadership positions, a substantial increase since 1991. Nonetheless, the CGIAR System is urging a continuing effort to achieve gender equity. Having stronger representation of women on the Boards is a critical step in bringing women's perspectives to bear on policy-maldng in the centers and to building a more gender equitable work environment. It is also a positive indicator for women who are considering applying for or accepting senior positions within a center. In addition, it is suggested that in order to strengthen their own capacity to guide and monitor gender and broader diversity issues, Boards give priority to including professionals amongst their membership who have expertise in human resources management and in diversity and gender staffing issues.16 14 See L. Bailyn, J. Fletcher, and D. Kolb (1997). "Unexpected Connections: Considering Employee's Personal Lives Can Revitalize Your Business". Sloan Management Review, vol. 38, No. 4. 15 See D. Merrill-Sands (1996). "Addressing Gender Issues in the Workplace", CG Gender Lens, CGIAR Gender Staffing Program Newsletter, Vol. 1, Issue 1, Sirmons Institute for Leadership and Change, Simmons College, Boston, MA. See also D. Merrill- Sands, etal. (1998). GenderIssues in the WorkPlace:LessonsLearned FromActionResearch. Washington, D.C.: World Bank, CGIAR Secretariat CGIAR Gender Program Woring Paper No 18 (forthcoming in 1998). 16 See CGIAR Board Reference Guide #3, Creating a Well-Balanced Board, CGLAR Secretanat, Washington D.C. CGL4R Gender Staffing Program 7 ANNEX 1: MONITORING DATA FOR GENDER STAFFING It is suggested that the Board request the following data every ffree years for monitoring purposes. Chart 1: Gender repreetation over recent yeas - Internatonaly-reuited staff (every tree years) Year No. of males No. of females Total % female Cunant year Year minus one Year minus two Year minus three _ Chart 2: Professional staff by level (amat year every hee years) Staff Category No. of No. of Total % female % female males females 1997 CG System AWp Internationaly-Recmited Staff in Levels Senior Managemert _ 7% Middle Mgt. (incl. proj. coondinators) 12% Senior and Pricipa Scienists 11% Scientists and Associate Scienists 18% Adnu and Program Support StaffPt _ 250% Associte Experts _ 31% Post. Doctoral Scientsts 220,0o VisLitng Scienists/Research Fellows 23% Total = _ 16%/o Natonlay-Recruited Staffing Level _ Managemit/Administrators 41% Scientific Staff 44% Supervisors - Administrative and Program N/A Support Total _ N/A * D. M -Sands (1997). 1997CGL4RHwnanResourcesSuney: InternanionalStaffingatthe CGLIR Centers uitz aFocus on Gender. Washngton, D.C.: World Bank, CGIAR Secretarat, Gender Program Working Paper, No. 15. Program Support Staffinclude staffin non-research positions, such as informaon services, ting, publications, on computer Cuppoft 8 CGIAR Gender Staffing Progrcon Chart 3: Recuitment - Intemationally-recnuted staff (three year average) Type of Position Total no. Total no. No. of % female applicants female shortlisted female appointees Management Scientist Postdoctoral Scientists _ Administration and Program Support* * Program Support Staff include staff in non-research positions, such as information services, training, publications, on computer support e.g., specialists in training, infonmation, or computers. Chart 4: Retention data - Interationaty-recruited staff (every ree years) Total no. % of No. of males % IRS No. of females % IRS departing IRS departng males departing females Current year Year minus one Year minus two Chart 5: Distribution of internationaly-recuited staff by glades/salary level (a.erent year evety 3 years) Grade Or Salary Level No. of males % of total males No. of femnales % of total females Grade # n (higest grade level)________ Grade # n minus 1 Grade # n minus 2 Grade # n minus 3 Grade # n minus 4 _ _ _ Grade # n minus 5 CGI4R Gender Staffing Program 9 ANNEX 2: HUMAN RESOURCES INDICATORS SUMMARY OF DATA FROM THE 1997 CGIAR HUMAN RESOURCES SURVEY 17 These data provide an average for the CGIAR System against which data from a specific center can be compared. Table 1: Staffing profile by category, 1997 ~,... .. ..,,__ Totdal N OfIte aff 1000 188 1198 1000 1000/ _ 100/o 84/% 16% Intrnal oiw Staff By Level I SeniorManaganent 84 6 90 80/ 8%0/ 30/ 93% 70/o Depatm Hds/Program Leads 159 21 180 15% 160/ 11% 88% 12%/ Seniorand/orPrincipal Scientiss 379 47 426 36% 38% 25% 890/0 11% JuniororAssociateScientists 112 25 137 120/ 11% 130/ 82% 18% Vising Scienftis eseah Fellows 67 20 87 70/ 70/o 110/ 770/o 23% Podoctoral Scientists/Fellows 89 26 115 10%S 90/0 14% 770/ 23% A_ _ __iateExpe_ _ _ 1 52 23 75 6% 5% 12% 690/o 31% Adtin. & Program Support Staff 59 20 79 70/ 60% 110/ 75% 25% Nalonally-Reauited&SffBy Level _ . _ Scienists 258 201 459 _ ____. _ 56%o 440% Senior Managers/Admiimsaors _ _115 8] 196 - . 590/o 41% Traiw _I_ _ Ph D Trainees 2011 1211 3221 II _ 62%/ 38%/ MSc Trainees I|_ 128 I17.. 74% 26%N Table 2: Recruitnent: Internationally-recruited applicants by type of post (average for 1995 - 1997) Type of Post Avg. 4 Avg,#of Avg number -M3s as of' Females as % ma, , eiale Oltoa tow oftotal Management 65 7 72 91% 90/0 Scientist 34 5 39 88% 12% Postdoctoral Fellow 18 6 24 73% 27% AdniinLstration/Program Support 41 9 50 81% 19% All Adverfised Posts 34 6 42 86% 14% 7 Source: D. Merrill-Sands (1997). 1997 CGIAR Human Resomces Survey: Intemational Sta9ng at the CGIAR Centers with a Focus on Geider. Washington, D C.: World Bank, CGIAR Secttriat, Gender Progm Working Paper, No. 15 10 CGIAR Gender Staffing Prgram Table 3: Retention: Athtitional rtes of male and female intemationaly-reeniited staff by category (average for 1995-97) T,iype or Pot - % Atrition % Attitko % At.ition .~~~~~~~~~~ ~~~~~~ .. ... .... . ..S . - ..... g. . - :- . . .....Total in Males n F alsn . __________________________ categorv categon caaegorn Management 90/0 9O/0 14% Senior and Principal Scientist 8% 8% 90/0 Scientist 23% 23% 22% Postdoctoral Fellow 17% 8% 14% Administation/Program Support 10% 18% 14% Total 12% 12% 15% CGL4R Gender Staffing Program 11 ANNEX 3: RESOURCE MATERIALS To learn more about best practices associated with key areas of gender staffing, we suggest that Board members consult the following resources available from the Gender Staffing Program. Spouse Employment in Organizations Around the World: A Toolkltfor Developing Policies and Practices, Madelyn Blair, CGLAR Gender Program Worldng Paper No. 2, December 1992. Spouse Employment at IRRI: A Case Study, Deborah Merrill-Sands; CGIAR Gender Program Worldng Paper No. 3, March 1993. Strengthening the Recruitment of Women Scientists and Professionals at the International Agricultural Research Centers: A Guidelines Paper; Sarah Ladbury; CGIAR Gender Program Worldng Paper, No. 4, October 1993. Gender Staffing in the CGIAR: Achievements, Constraints, and a Frameworkfor Future Action, CGLAR Gender Program Working Paper, No. 12, October 1995. Sexual Harassment in the Worlplace: How to Recognize It; How to Deal With It. Joan Joshu and Jodie Nachison, CGLAR Gender Program Worldng Paper, No. 13, October 1996. Maximizing Recruitment Resources: Using the World Wide Web. Bonnie Folger McClafferty, CGLAR Gender Program Worldng Paper No. 14, January 1997. 1997 CGIAR Human Resources Survey: International Staffing at the CGIAR Centers with a Focus on Gender. Deborah Merrill-Sands, CGIAR Gender Program Working Paper No. 15, October 1997. Gender Issues in the Work Place: Lessons Learned From Action Research. Deborah Merrill- Sands, et. al., CGIAR Gender Program Worldng Paper (forthcoming in 1998). Towards Gender Equity: Suggested Policies and Procedures. Joan Joshi et al., CGLAR Gender Program Worldng Paper (forthcoming in 1998). 12 CGL4R Gender Staffing Progrwn